Cipd Performance Managerment - Executive Briefing Note
Performance Management
Scope
This document will outline the new Performance Management System. This briefing note will explain what a performance management system is, the main components of a good performance management system, the link between motivation and performance as well as other information regarding performance management.
What is Performance Management?
Performance Management is a tool to ensure that line managers effectively manage and develop their employees in-line with organisational objectives and goals.
Performance management is a method for line managers to communicate with their employees informing them:
• what is expected of the employee
• how the employee will be rewarded
• how the employee should deliver results
• what results the organisation is looking for on a business wide scale
• hot the employee will be developed
Performance management is a key component of an organisations approach to managing employees.
How does Performance Management align with business objectives?
Whilst there is no universal agreement as to what constitutes performance management, there are characteristics that are generally present, they include:
• It aims to improve organisational, divisional, departmental and individual performance
• It aims to link business objectives and goals to divisional,departmental and individual objectives and goals
• It evaluates organisational, divisional, departmental and individual performance, identifying needs for performance improvement and developing new performance objectives
• It incorporates job design, recruitment al selection, training and development, career planning and compensation and benefits, along with the Performance review.
The purpose of Performance Management is to enable and encourage employees by meeting their own objectives which are aligned with the business objectives. It helps promote a highly competent workforce by encouraging employee
Scope
This document will outline the new Performance Management System. This briefing note will explain what a performance management system is, the main components of a good performance management system, the link between motivation and performance as well as other information regarding performance management.
What is Performance Management?
Performance Management is a tool to ensure that line managers effectively manage and develop their employees in-line with organisational objectives and goals.
Performance management is a method for line managers to communicate with their employees informing them:
• what is expected of the employee
• how the employee will be rewarded
• how the employee should deliver results
• what results the organisation is looking for on a business wide scale
• hot the employee will be developed
Performance management is a key component of an organisations approach to managing employees.
How does Performance Management align with business objectives?
Whilst there is no universal agreement as to what constitutes performance management, there are characteristics that are generally present, they include:
• It aims to improve organisational, divisional, departmental and individual performance
• It aims to link business objectives and goals to divisional,departmental and individual objectives and goals
• It evaluates organisational, divisional, departmental and individual performance, identifying needs for performance improvement and developing new performance objectives
• It incorporates job design, recruitment al selection, training and development, career planning and compensation and benefits, along with the Performance review.
The purpose of Performance Management is to enable and encourage employees by meeting their own objectives which are aligned with the business objectives. It helps promote a highly competent workforce by encouraging employee
Bibliography: 1. Daniels, A (4th edition, July 2004). Performance Management: Changing Behaviour that Drives Organizational Effectiveness 2. Martin, M., Whiting, F. and Jackson, J. (5th edition) Human Resource Practice 3. Stredwick, J. (2nd edition) An Introduction to Human Resource Management 4. Torrington, D., Hall, L. and Taylor, S. (5th edition) Human Resource Management 5. Armstrong, M. (8th edition) A Handbook of Human Resource Management 6. Stone, R. (4th edition) Human Resource Management